Tag: Adaptive Management

What does Civil Society think of Adaptive Management? Not that much, it turns out.

Nicola Nixon, Kim McQuay, Peter Yates, Sumaya Saluja and Su Lae Yi, all of The Asia Foundation, continue our posts questioning the impact of the whole Adaptive Management/ Thinking and Working Politically Thing (I did my bit yesterday). Throughout 2021, we spent many hours talking with civil society organizations about adaptive management. We engaged with […]

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Second (and Third) Thoughts on Adaptive Management and Thinking and Working Politically

Going into self-doubt mode for the rest of this week, on the feasibility and impact of the ‘second orthodoxy’. Students can be great at pointing out the contradictions in your thinking and this year’s LSE cohort seem particularly good at it. A recent set of student-led seminars focussed on Adaptive Management and Thinking and Working […]

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How to do Adaptive Management in 15 easy steps – from a top new toolkit

Yesterday I summarized the thinking behind an important new toolkit on adaptive management. In this second post, I want to have a look at the tools themselves. These come in the form of 15 ‘guidance notes’. The 15 notes cover the 3 elements of Adaptive Management that Angela Christie and I identified a couple of […]

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A top Toolkit on Adaptive Management. But is that a good idea?

In recent years, I’ve been one of a crowd of people thinking and pontificating about ‘adaptive management’. The debate has been rather dominated by academics and thinktankers, fond of hand-waving generalizations and rather better at taking down the bad stuff that suggesting what might replace it. In those conversations, Graham Teskey has played the role […]

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How does Coalitions for Change in the Philippines Compare with other Adaptive Management Programmes?

Following on yesterday’s podcast + transcript about the work of the Coalitions for Change (CfC) programme in the Philippines, I thought I’d compare it to the 3 Adaptive Management programmes I’ve also been studying in Tanzania, Nigeria and Myanmar. Let’s take context first, and then think about the nuts and bolts of the different programmes. […]

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If top down control is unavoidable, can we still make aid more compatible with systems thinking?

Had a really interesting conversation last week with Oxfam Intermon and its friends in the Catalan aid system (in Spain, aid is regional with provinces and even cities like Barcelona pursuing active aid policies). I gave my usual rap about how complex systems require aid providers to adopt iterative, adaptive approaches to cope with uncertainty […]

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What have we learned from a close look at 3 DFID Adaptive Management programmes?

Adaptive Management week part 3 (with some trepidation given the recent comments from Heather Marquette et al about the proliferation of flakey case studies in lieu of evidence)…. My paper with Angela Christie summarizing our 3 case studies of big DFID-funded Adaptive Management projects in Myanmar, Tanzania and Nigeria is now online. Every word in […]

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What we’re missing by not getting our TWP alphabet straight

TWP guru Heather Marquette does everyone a great service by explaining the important differences between all the acronyms. I am struck by how often people say ‘TWP/PDIA/adaptive management/PEA…whatever’. Kind of like when my great-aunt calls me by various relatives’ names first before getting mine right – ‘Sheila… Mary…Lily…Heather!’ – these things may share a common genesis, […]

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Adaptive rigour: bridging the art and science of adaptive management

Ben Ramalingam and Leni Wild share the thinking behind a new initiative to support adaptive management in aid. Adaptive management seems to be everywhere these days – and is one of the most popular topics on this blog. More and more, it is becoming seen as the best way to deal with a wide range of […]

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What is different about how INGOs do Adaptive Management/Doing Development Differently?

Earlier this week I chaired a fascinating discussion on the findings of a new paper on an adaptive management (AM) experiment by Christian Aid Ireland (CAI). The paper really adds to our knowledge of AM/Doing Development Differently: It looks at the work of an INGO, when most formally identified AM practice and research involves big […]

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